Everyone is Pre-Approved

Working Agreement Exercise

If you do this exercise for remote teams, you can do the same in a whiteboard application, such as Mural.ly in real time or in real time. At the end of the exercise, ask the team members what they have learned from each other. It is important to remind the team that these actions are not even cancelled. They can (and should) change when we know more about cooperation. Retrospectives are a good time for action that changes an existing labour agreement if we recognize that it is an obstacle to better cooperation. Once all points have been discussed and voted on, check with the team for all points that are now included in the “Teamwide Agreement” column and accept that this is the resulting team agreement. This exercise is rooted in the agile principles of inspection and adaptation. Scrum teams generally focus on inspecting and adapting processes from the point of view of certain actions and results. It helps to see a broader picture of the team environment.

I also found this exercise useful to push people beyond their current thinking patterns. The ideas generated during this exercise are different from the simple conclusion: “What is good and what we can improve.” People bring a lot more of their experience into the debate. The objective of the retrospective is to assess the current functioning and look for ways to constantly improve it. One possible way to deal with it is to assess the quality of the work. Don`t confuse it with the quality of the product. Two factors are the quality of work: productivity and positivity. Let`s see how productive and positive we are as a team. This continues until the time box is turned off.

I am trying to conclude this part of the exercise so that I have 10 minutes left on the last two topics of the agenda. I make sure that the group is aware of the time remaining so that the end is not surprising. I might even try to estimate how many other proposals we can still cover if we have half the box on time. Have you tried this exercise or have you done something similar with your team? If so, have you seen any results? Over the past five months, we have entered into a number of informal agreements that shape our current behaviour – why not make them explicit, so that our future team members can better understand how we work? The new equipment arrived earlier, but we kept the rule in effect for over a year because it worked perfectly. The team members did their best and performed better than expected. They developed an internal work plan and put in place new tools to support remote communication and cooperation. Other teams in different time zones were happy to be able to get in touch with someone on this team. It was a solution to compensate for a lack of resources, but built a lot of confidence and proactivity within the team. Ask them now to decide individually which of their post-its would be the most important team agreement, and then number them all from the most important (1) to the least important. Before that, we assessed where we were and chose our desired condition.

(Show the conditions that the team considered real and desired in Exercise 2.) Let`s add our current status to our chart.